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Attributes of High Achieving Fundraisers

Attributes of High Achieving Fundraisers. Speakers:. Dr Daniel McDiarmid FFIA CFRE Global Philanthropic Martyn Rogers FInstSMM FAIM MAHRI The Rogers Group. And how to improve your own performance!. Attributes of High Achieving Fundraisers. What we set out to achieve What we measured

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Attributes of High Achieving Fundraisers

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  1. Attributes of High Achieving Fundraisers Speakers: Dr Daniel McDiarmid FFIA CFRE Global Philanthropic Martyn Rogers FInstSMM FAIM MAHRI The Rogers Group And how to improve your own performance!

  2. Attributes of High Achieving Fundraisers • What we set out to achieve • What we measured • What we found • What you can do to improve your performance

  3. What we set out to achieve • To determine if there was a set of specific human attributes common to high achieving Fundraisers that:- • Is displayed consistently over time • Predicts high performance through its presence • Can be measured empirically • Can be emulated, learned or developed by others.

  4. Three levels of appraisal • Level 1 – Appears to • Level 2 – Can Do • Level 3 – Will Do

  5. Level 2 Level 3 Level 1 Appears To Three levels of appraisal • Appearance, poise & dress • Manners & expressiveness • Interests & goals • MINIMAL IMPACT ON PERFORMANCE IN THE JOB

  6. Level 3 Level 1 Appears To Level 2 Can Do Three levels of appraisal • Knowledge & Skills • Training &Education • Experience • GREATER • IMPACT • Appearance, poise & dress • Manners & expressiveness • Interests & goals • MINIMALIMPACT ON PERFORMANCE IN THE JOB

  7. Three levels of appraisal Level 3 Will Do Level 1 Appears To Level 2 Can Do • Knowledge & Skills • Training &Education • Experience • GREATER • IMPACT • Attitudes & beliefs • Internal motivation • Stability & persistence • Maturity • Intelligence • Aptitudes • Temperament • GREATEST IMPACT • Appearance, Poise & Dress • Manners & Expressiveness • Interests & Goals • MINIMAL IMPACT ON PERFORMANCE IN THE JOB

  8. What we measured? • Intelligence • Temperament

  9. The McQuaig Occupational Test® An indication of an individual’s mental agility A measure of the power and speed of general intelligence Normed at a senior, high intellect level

  10. Temperament • The way we go about the execution of a task, project, or in fact our whole life, if we are left to our own devices • It fashions the way we apply our values, attitudes and beliefs, but does not alter them significantly • Studies show it to be a strong and valid predictor of success in work roles

  11. The McQuaig Word Survey® an objective measure of an individual’s temperament

  12. 90 80 70 60 50 40 30 20 10 0 What do the factors measure? Situational Real Graph Abbreviation Legend Do So Re Co Do So Re Co Above the 42 line Do = Dominant So = Sociable Re = Relaxed Co = Compliant 42 Below the 42 line Ac = Accepting An = Analytical Dr = Driving In = Independent Ac An Dr In Ac An Dr In

  13. What do the factors measure?

  14. What we found - mental agility • The median mental agility score for the Top 20% performers was 84th percentile • The same measure for the remainder was significantly lower at 65th percentile • 59% of the Top 20% performers were ranked as ‘well above average’ (40.7%) or ‘above average’ (18.2%) • 60% of the remainder were measured as ‘average’ or ‘below average’ and only 12.3% were ‘well above average’

  15. What we found - mental agility • Only one high performer scored below the median at 49th percentile (and that was of course, also the lowest score) • 30% of the remainder scored below the median and the lowest score was 16th percentile • 6.7% were below 30th percentile and classed as ‘well below average’

  16. What we found - temperament • CompetitiveGoal OrientedAssertive • OutgoingPeople FocussedEmpathetic • EnergeticUrgentDriven • PersistentTenaciousResilient Situational Real Do So Re Co Do So Re Co 90 80 70 60 50 42 40 30 20 10 0 Ac An Dr In Ac An Dr In

  17. What you can do - Mental Agility • As a Fundraiser • Hone your mental agility • Use mental arithmetic instead of a calculator • Try your hand at Sudoko • Read more industry literature • Learn how to improve your IQ • Join a debating club • Have a go at a crossword or two! • As an Employer • Take proper measures to ensure you select naturally high intellect individuals • Ensure that the form of intellect has both power and speed.

  18. What you can do - behaviour • Act more competitively • Learn to be more people focussed • Increase your restless drive • Think tougher

  19. What you can do - behaviour • Act more competitively • Think Bigger • Set written business goals • Compete with a colleague • Set activity based targets • Have written personal goals • Monitor your own performance.

  20. What you can do - behaviour • Learn to be more people focussed • Attend networking events • Study Emotional Intelligence • Poll other people for opinions • Practice your presentations • Improve your listening skills • Learn the art of inspiration • Ask for constructive criticism.

  21. What you can do - behaviour • Increase your restless drive • Set shorter deadlines • Build an expectation of immediacy • Call your prospects to action • Eat well and drink less • Join the Gym!

  22. What you can do - behaviour • Think tougher • Don’t take things personally • Know that failure is the route to success • Read ‘The Four Agreements’ by Don Miguel Ruiz • Never, never, never, never give up - (Winston Churchill) • No only means no today • Be more persistent.

  23. Conclusions • High performers • Are exceptionally mentally agile, that’s power and speed of thinking together • Naturally display a distinct set of ‘success’ behaviours • The attributes are consistent, measurable and predictive • The remainder of the sample group as a whole • Displayed mental agility above the business norms • Indicated natural behaviours similar to the top performers only less distinct • For all Fundraisers • Greater success can be achieved by learning the skills of the top performers • Mental agility can be honed by practice and development • The ‘success’ behaviour set can learned and developed • For all Employers • Mental agility and a particular temperament pattern strongly predict performance excellence • The attributes required can be reliably measured with proprietary pre-employment testing tools

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